Agenda Template for Customizing your Onboarding Plan
Pre-first Day Acclimation
As soon as the new hire accepts the offer of employment, the supervisor can begin the pre-first day
acclimation and onboarding plan. Be sure to notify your current team about the new hire, include the
new hire’s start date, and explain that you will be scheduling appointments and lunch dates with this
person. Outline roles for other staff members to contribute to the welcome committee, training and
onboarding tasks.
Extending a welcome to the new hire is a key element for creating a great first impression. Multiple
communications can assist the new hire in feeling informed, welcomed and excited to be part of a new
team. Possible communications:
• First day logistics with details about parking, lunch, arrival time, building access, and
where to meet
• Dress code information
• A welcome email for team members
• A quick picture of the workstation
• Department listserv
• Links to relevant public videos and websites
• UF Facebook pages and twitter feed
• Information regarding Gainesville services, school zones, and restaurants (if the new hire
is not from the area)
Create Onboarding Plan
A good onboarding plan contains a detailed agenda for the first week and ongoing expectations for the
first year of employment. While the first 90-120 days are critically important for retention, setting
structures for job expectations, feedback, meetings with the supervisor and socialization will assist the
new hire to integrate well. Consider the following for your onboarding plan:
• Develop a schedule for the onboarding
o Set-up meetings with your team and other stakeholders and send calendar invitations in
advance
o Set recurring supervisor check-in meetings
• Prioritize trainings
o Systematically plan the training schedule to extend over the first few months
o Plan for face-to-face trainings
o Identify all role-specific training needs
• Send the onboarding plan to the new employee in advance
• Create a check list (see sample) for the supervisor to use throughout the year
(Starting on page 2 is a sample onboarding for use as a template.)
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Onboarding Plan for [First Name] [Last Name]
Welcome, [First Name]! We’re excited to have you join our team! As your supervisor, I want to make
sure your onboarding experience is as smooth as possible, so I’ve put together the following “[Last
Name] Curriculum” to get you oriented to the building, your workspace, our team members, the
technology we use to conduct our business, projects you’ll manage, training courses to take, etc.
Goals: Week 1
 Get oriented to the building and your workspace
 Meet with HR Rep to complete remaining paperwork, gain security access to building, get your
key, receive department orientation, etc.
 Review the onboarding plan
 Learn about our team (our policies and mission)
 Get your Gator1 ID and GatorLink account
 Get your calendar ready for unit business
 Complete brief tour of the work platform and systems
 Review toolkits for your position
 Meet with each of your new team members
 Meet your buddy
 Complete New Employee Orientation (Parts 1 & 2)
 Campus tour
First Day Itinerary
8:00-9:00 a.m.
Meet with Supervisor/Manager (Room #)
 Building tour
o Work areas
o Additional rooms to use
o Workstation and email log-in
o Copier
o Fax machine
o Library/supply closet/supply requests
o Service drive pass
o Bathroom
o Employee lounge, mailroom
o Refrigerator/microwave/water/coffee
 Policies
o Establish hours, including lunch and attendance expectations
o Email policy
o Telephone usage (How to & logging long distance)
o Professional dress and conduct
2

Miscellaneous
o Department and HR policies
o Discuss Meetings:
 Weekly check-in with supervisor (date and time)
 Biweekly team meetings (date and time)
 Monthly Assistant Vice President (AVP) meetings (date and time)
 Monthly all-employee department meetings (date and time)
o Cubby name plate and UF name tag
9:00-10:00 a.m.
Meet with HR Rep (Dean’s/VP’s Office)
 Completing final paperwork and processing hire (HR Rep name):
o Copy of driver’s license and SSN card
o Complete loyalty oath form
 Building, computer, and email access
 GatorLink login and password
 Added to appropriate e-mail lists
 Phone access/password
 Security to the building, keys
 Dean/VP Office orientation (provide name of person they are meeting with)
10:00 a.m. to 12:00 p.m.
 Make a trip to Transportation and Parking to get your decal
 Swing by the UF Bookstore to get your Gator1 ID
 Get settled into your workspace
 You’ll have meetings with all of your teammates over the next two weeks, so check out their
bios. (include hyperlink)
12:00-1:30 p.m.
Have lunch with manager/supervisor
1:30-4:00 p.m.
Miscellaneous
 Get your calendar ready for unit business. Share full calendar details and request full calendar
details for all members of unit. Please include: (List with name and address)
 Become familiar with how to enter time and/or leave in myUFL. Here is a video tutorial to use.
 Review the new HR website for the “Just In time Toolkits” in the “Learn & Grow” section.
 Review the additional sections of our website. (provide a link)
 Review department project management expectations. (provide a link)
 Tour the myTraining system:
o Log in to myUFL > Main Menu > My Self Service > Training and Development >
myTraining Enrollment or http://mytraining.hr.ufl.edu.
o Be sure to take the myTraining tour on the dashboard.
4:00-5:00 p.m.
Meet with supervisor/manager
o Review job and discuss first project/upcoming projects, project management expectations
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First Week: Days 2 – 5
TIP: Be sure to set up the calendar invites well in advance for the 1:1 team member meetings.
These meetings allow the new employee to see how their work connects with their team mates
and the unit as a whole. It is helpful to provide an itinerary for the first week similar to Day 1.
Day 2
Day 3
Day 4
Day 5
1:1 Meet the team
meetings
1:1 Meet the team
meetings
1:1 Meet the team
meetings
1:1 Meet the team
meetings
Training Priorities
 New Employee
Challenge Part 1
 Preventing
Harassment
Lunch – with buddy
Training Priorities
 New Employee
Challenge Part 2
 HR 101
Training Priorities
 Role specific
training
Training Priorities
 Role specific
training
Lunch – with team
member
Discuss security roles
with team member
Lunch – solo
Lunch – with buddy
Meet with team
member (former
person in the position)
 Share institutional
knowledge
 Specific position
knowledge
Meet with Senior
Management
Meet some of your
campus stakeholders
with your buddy
Supervisor/manager
stops by to check on
your computer to make
sure you have
everything that you
need on the computer
and in your workstation.
Weekly check-in with
supervisor/manager
Consider first project
or set of tasks for week
two.
Weeks 2, 3, and 4
TIP: A detailed itinerary is probably not necessary in weeks 2-4. However, be sure to set all the
calendar invites for extended department and upper management meetings as soon as the new
hire starts.
Chunk the training courses into priority groups so that the courses can be spread out over the
first 2-3 months.
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Week 2 Goals:
 Complete GBS101 and GBS102: Introduction Modules for BAs at UF
 Participate in first team meeting
 Complete software training with buddy
 Complete software training with department expert
 Produce artifacts to show skills gained in the tools, apply unit standards and show your work
samples to your manager in the weekly check-in
 Meet with extended stakeholders to better understand the needs of your job
 Complete required trainings (such as Protecting SSNs, Preventing Harassment, and UF 101)
 Work through role access training
Week 3 Goals:
 Complete a deep dive orientation to myUFL and other systems
 Continue role access training
 Assume lead responsibilities for a subset of the work
Week 4 Goals:
 Review of organization’s mission and vision
 Discuss training progress and questions that have arisen about the concepts
 Inquire what the new hire needs at this time to perform their job in the most efficient way
 Inquire if employee is getting comfortable with key priorities and if they have any needs that are
not being addressed
 Get feedback from the new hire as you review their work to provide feedback and clarification
 Continue role access training as needed
 Have new hire assume more lead responsibilities and dig into a project or assignment
Week 2



Meet extended team
members
Meet Senior-level admins
Meet with
Director/Dean/VP
Training Priorities
 GBS101: Intro Modules for
BAs at UF
 Role specific training
 Meet with the system
experts within your unit
for a deep dive into a
specific area (PCard,
Payments, etc.)
Week 3


Meet with team experts
Responsibility hand-off
meetings. Team member
will explain why and how
the assignment is
important
Training Priorities
 GBS102: Intro Modules for
BAs at UF
 Role specific training
 Practice in the different
systems
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Week 4

Continue weekly manager
check-in for progress reports
 Review of organization’s
mission and vision
 Discuss training progress
 Inquire about areas of need
Training Priorities
 Role specific training

Learn a different system
every day with an expert


Attend a team meeting
Weekly check-in and
feedback sessions

Weekly check-in and
feedback sessions


Attend Dept. Staff Meeting
with your buddy or supervisor.
Be prepared to get up in the
front of the room and spend a
minute or two telling the group
a little bit about yourself.
First 30 Days
Continue weekly manager check-in for progress reports, how the employee is doing, and review of
organization’s mission and vision. Discuss training progress and concepts and inquire what they need at
this time to perform their job in the most efficient way.
Inquire if employee is getting comfortable with key priorities and if they have any needs that are not
being addressed. Be sure to get feedback from the new employee as you review work and provide
feedback and clarification.
Set goals with manager’s input (beginning of this process)
 Review 1st 30-days
 Introduce new projects
 Set goals for next 30 days
Continue training as needed.
First 60 Days
Continue regular check-ins with manager and focus on standards-based feedback. If needed re-align
onboarding as additional work and duties are added. Establish and maintain regular workload and job
duties. Work to expand knowledge base of processes and integration while functioning independently.
At the end of 60 days, revisit goals and get feedback from the new hire about how the job is going and
any issues or challenges they are experiencing. Confirm training completion for role access.
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First 90 Days
Yearly goal setting with an interim progress review and performance feedback session. This is a more
comprehensive review of performance. The expectation at this point is that the employee will ask more
meaningful questions. Higher level task and additional duties can be added along with a peer review
process for an additional layer of feedback. This is an excellent time to implement cross-training and
discuss certifications appropriate for the job position and schedule additional trainings.
Six Months
For some, this is the UF probationary review. During a regular check-in, outline the new hire’s successes
from the first six months and establish/confirm expectations. New hire will be able to follow-up and
check/correct their own work and initiates a project. Organize cross training with other areas to increase
productivity if appropriate. Celebrate successes!
First Year
Request a reflection on the new hire’s accomplishments and goals for the first year. Together, set goals
and career expectations after a review of 1st year performance. Consider cross training with other areas
to increase productivity or rotational jobs for cross-training (for engaging employees) and to promote
new skills. Consider whether new training is needed or refresher courses of required trainings are
needed. Refer back to onboarding to provide feedback and look for growth opportunities. Review and
adjust job duties and job description as needed.
Professional Development with Technology
Technology skills are essential for your work as a business administrator. The expectation for any
administrator is to be proficient in all Microsoft Office products.
 Additional programs and tools
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Example Weekly 1:1 Meeting Template (Supervisor)

Why meet each week?
The most successful teams live by a “we not
me” philosophy. Committing to regular 1:1
meetings is one of the methods we will use to
nurture good communication, collaboration,
and overall team performance.

Ownership of meetings
Please think of our weekly meetings as your
meetings. These will be times for us to discuss
your projects, your ideas, your goals, your feelings/attitudes, etc. My responsibility during these
meetings will be to give you my undivided attention and provide support for your success in
whatever way I can.

Written reports
Before we meet, please send me a weekly report. The format is up to you, but it should be at least a
page and do the following:
 Summarize your accomplishments for the week
 Specify your short-term goals for your current projects (next 1-2 weeks)
 List your long-term goals (as a way to keep us both focused on the “bigger picture”)
 Mention any roadblocks you are experiencing with your work
 List your “high” and “low” of the past week. (Hopefully “lows” are few and far between.)
Ultimately, I want this weekly documentation to be helpful for both of us. For you, it should be a
way to reflect on your accomplishments and keep you on track with your projects, etc. For me, it
functions as an accountability tool, aids in my understanding of how I can best support your work,
helps me report your activities to my director, and serves as source material for the stellar yearly
evaluations I hope to write about you! 
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Example Strategy for Ongoing Professional Development:
“Sharpen the Saw” Sessions
In the spirit of learning from one another’s talents, a portion of each of our
biweekly training team meetings are dedicated to professional development!
Every 6 months, each of us will be responsible for leading the team in a brief
(10-to 30-minute) professional development activity. This will be an excellent
opportunity for us to learn from one another’s expertise.
Here are some ideas for what to do with your assigned slot:
 Find the Good and Praise It
If you choose this activity, you will want to identify a team member’s work
(or the work of someone outside of our office) that does an excellent job of
meeting or exceeding our standards. Highlight some of the positive traits of
this work and explain what makes it effective.

Send an Article to the Team and Lead a Discussion
An important part of our work should be to stay apprised of the research related to our field. Often
we get too busy to do this. Send it out the team well in advance of the meeting date to allow people
to read it, then lead a discussion around the article. Ideas for where to find articles/webcasts:
o NACUBO
o SACUBO
o CUPA or SHRM

Demonstrate a Technology Skill
Technology skills are an important part of our work, so let’s explore opportunities to better one
another. Should you choose this approach, you’ll want to demonstrate a technology tool or
technique that can elevate the work of the rest of the team. Here are some ideas:
o Advanced features in Excel
o myUFL transactions or business processes
o Project management tools
o Other

Bring in a Guest Speaker
Perhaps you know someone on campus (or beyond campus) who is an expert in a topic that could
benefit our team. Bring in this person to do a brief presentation. You might even consider having
this individual remotely present to our team via Lync or other online tool.
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